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Finding and Using Ambiguity to Search for Innovation Opportunities
... Potensi efek negatif dari ambiguitas pada kewirausahaan dan penciptaan usaha juga memiliki potensi efek negatif pada pertumbuhan jangka panjang dan perkembangan (Bonilla & Cubillos, 2021). Seorang individu dengan toleransi terhadap ambiguitas rendah lebih suka bekerja dalam situasi hitam-putih dibandingkan dengan individu dengan toleransi untuk ambiguitas yang lebih tinggi (Tan & Kvan, 2019). Tolerance for ambiguity dalam kewirausahaan yang tinggi membuat pelaku UKM dapat mengambil keputusan yang tepat di tengah ambiguitas yang dihadapinya. ...
Berisi karakteristik kewirausahaan yang perlu dimiliki oleh pelaku ukm
Firms have incentives to improve their competitive position. For this purpose they carry out a variety of aggressive marketing actions, introducing new products, lowering the prices of existing ones, or increasing their marketing budgets. The success or failure of such actions and the achievement of the competitive advantages deriving from them depend on the responses of their competitors. We justify theoretically a set of hypotheses on the effect of 2 marketing actions-price cut and sales promotion- and of the characteristics of the firm that responds, on the time that the firm took to respond. These are then tested empirically with data provided by marketing managers of industrial firms.
http://medwelljournals.com/abstract/?doi=ibm.2007.30.34
Pages: 567 Item #: 4318581 ISBN: 978-1-55798-906-2 Copyright: 1997 Format: Softcover Creativity is a powerful and elusive force. It brings about scientific, technological, and artistic accomplishment, and it allows us to adapt to changes in our lives, to solve problems, and to resolve conflicts. Little wonder, then, that cognitive psychologists have long been fascinated by the mysteries of creative thought: Where do people get new ideas? How are they inspired to make new discoveries? How is old knowledge mapped onto novel situations, and how are old, mistaken ways of thinking replaced by innovative perspectives? Creative Thought examines these questions in light of the most important new research on the nature of creativity, with an emphasis on its generative aspects—that is, on how old concepts are used to generate new ideas. This is a unique focus, since most works on creativity have emphasized its receptive aspects. The chapters cover four major areas of study: conceptual combination, conceptual expansion, metaphor, and analogy. List of Contributors
The planning and execution of an appropriate design strategy is crucial in order to maximize the potentialities of an organization’s design assets. However, many cognitive biases about design and its role in the organization still remain for many managers and decision makers. This article aims to clarify what those cognitive biases are and illustrate the so called ""third mind frame which is “design thinking”.Some authors point out that the stagnation present in many organizations is due to the fact that they remain focused for too long in the exploitation of current knowledge. Similarly, understanding design strategy as solely focusing in the management of existing design assets may risk creating ossification and obsolescence in the organization in the long term. Other branches of design such as advanced design could be of aid as a complement to design strategy and design management, in order to maintain the explorative side of design and keep exploring new business opportunities and new behaviors of consumers that could eventually translate into new products.
conference proceedings is the property of the author(s). Permission is granted to reproduce copies of these works for purposes relevant to the above conference, provided that the author(s), source and copyright notice are included on each copy. For other uses, including extended quotation, please contact the author(s). This paper discusses a new theory of Designerly Leadership in response to major disruptions in the ways that products and services are designed, made, and distributed. We outline an experientially derived framing of what it means to lead in a designerly fashion, particularly focusing on how leaders modulate their perceptions of affinity and develop extended methods for working with ambiguity. We then propose a series of ways that programs wanting to educate design managers for strategic roles could build and support this capacity in their graduates.
Over the past thirty years, a powerful methodology for innovation has emerged from engineering and design thinkers in Silicon Valley. It integrates human, business and technical factors in problem forming, solving and design: "Design Thinking." This human-centric methodology integrates expertise from design, social sciences, business and engineering. It is best implemented by high performance project teams applying diverse points-of-view simultaneously. It creates a vibrant interaction environment that promotes iterative learning cycles driven by rapid conceptual prototyping. The methodology has proven successful in the creation of innovative products, systems, and services. Through courting ambiguity, we can let invention happen even if we cannot make it happen. We can nurture a corpus of behaviors that increase the probability of finding a path to innovation in the face of uncertainty. Emphasis is placed on balance of the questions we ask, and the decisions made. A suite of application examples and research finding will be used to illustrate the concepts in principal and in action.''
As in most other areas of cognitive psychology, research on concepts and categories has provided a wealth of information about the more receptive aspects of cognition (e.g., how people classify category instances) but has been less systematic in assessing the more generative aspects (e.g., how people use their concepts to develop something new). Here, the contributors to this volume focus on the latter with the hope of stimulating additional work on the important topic. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
C hanges in the technologies of representation in a heterogeneous, distributed sociotechnical system, such as a large construction project, can instigate a complex pattern of innovations in technologies, practices, structures, and strategies. We studied the adoption of digital three-dimensional (3-D) representations in the building projects of the architect Frank O. Gehry, and observed that multiple, heterogeneous firms in those projects produced diverse innovations, each of which created a wake of innovation. Together, these multiple wakes of innovation produce a complex landscape of innovations with unpredictable peaks and valleys. Gehry's adoption of digital 3-D representations disturbed the ecology of interactions and stimulated innovations in his project networks by: providing path-creating innovation trajectories in separate communities of practice, creating trading zones where communities could create knowledge about diverse innovations, and offering a means for intercalating innovations across heterogeneous communities. Our study suggests that changes in digital representations that are central to the functioning of a distributed system can engender multiple innovations in technologies, work practices, and knowledge across multiple communities, each of which is following its own distinctive tempo and trajectory.
How Designers Think is based on Bryan Lawson's many observations of designers at work, interviews with designers and their clients and collaborators. This extended work is the culmination of twenty-five years' research and shows the author's belief that we all can learn to design better. The creative mind continues to have power to surprise and this book aims to nurture and extend this creativity. This book is not intended as an authoritative description of how designers should think but to provide helpful advice on how to develop an understanding of design. 'How Designers Think' will be of great interest, not only to designers seeking a greater insight into their own thought processes, but also to students of design in general from undergraduate level upward.
A review of literature that examines how expert designers move from very concrete adoptions/amalgamations of obvious existing concepts towards highly abstract shifts to new paradigms of solutions. In this paper we investigated IF and HOW a mixed group of undergraduate and Post-graduate students from diverse backgrounds could demonstrate a similar capacity to collectively display such a movement between levels of abstraction. Essentially, the design team drew from their experiential knowledge, not moving far beyond the combinatorial solution propositions that would characterise a novice designer. More detailed research into the abstraction behaviour of novice and expert designers should inform the creation of methods and tools to assist multidisciplinary teams in moving through various levels of abstraction during the design process.
The book that launched the Dempster–Shafer theory of belief functions appeared 40 years ago. This intellectual autobiography looks back on how I came to write the book and how its ideas played out in my later work.
A multivalued mapping from a space X to a space S carries a probability measure defined over subsets of X into a system of upper and lower probabilities over subsets of S. Some basic properties of such systems are explored in Sects. 1 and 2. Other approaches to upper and lower probabilities are possible and some of these are related to the present approach in Sect. 3. A distinctive feature of the present approach is a rule for conditioning, or more generally, a rule for combining sources of information, as discussed in Sects. 4 and 5. Finally, the context in statistical inference from which the present theory arose is sketched briefly in Sect. 6.
Managing the Unknown offers a new way of looking at the problem of managing projects in novel and unknown environments. From Europe's leading business school, this book shows how to manage two fundamental approaches that, in combination, offer the possibility of coping with unforeseen influences that inevitably arise in novel projects: Trial-and-Error Learning allows for redefining the plan and the project as the project unfolds Selectionism pursues multiple, independent trials in order to pick the best one at the end Managing the Unknown offers expert guidelines to the specific project mindsets, infrastructures, and management methods required to use these project management approaches and achieve success in spite of unforeseen obstacles. This book equips readers with: Causal explanations of why unforeseeable factors in novel projects make traditional project planning and project risk management insufficient Directly applicable management tools that help managers to guide novel and high-uncertainty projects Real-world case studies of both successful and unsuccessful approaches to managing high uncertainty in novel projects.
Science and technology have become increasingly intertwined in the twentieth century. However, little attention has been paid to the forces that have brought about this condition. Indeed, many scholars have taken it simply for granted that causality always runs from science to technology. In this groundbreaking book, Rosenberg’s research suggests that history and extensive empirical evidence lead to a reality that is far more complex as well as far more interesting. Here, Rosenberg’s papers explore a wide range of pertinent issues, especially those connected with the innovative process, including the realms of electric power, electronics, chemicals, aircraft, medicine, instrumentation and, in particular, higher education and the organization of research activities.
Studied the relationship between tolerance of ambiguity, playfulness, and creativity for 50 child care workers (aged 20–55 yrs). Ss completed the AT-20 (A. P. MacDonald, 1970), the Adult Behavior Inventory (B. C. Graham et al, 1989), and the Myers-Briggs Type Indicator Creativity Index (MBTI-CI). Tolerance of ambiguity and playfulness correlated significantly with creativity. The correlation between playfulness and creativity remained significant when tolerance for ambiguity was controlled. Findings also support the use of the MBTI-CI as a personality measure of creative style. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
*This paper is the result of a decade of research on design-driven innovation, which benefited from collaborations and interactions with several scholars. For their insightful inspirations and comments, I gratefully thank Tommaso Buganza, Claudio Dell'Era, and Alessio Marchesi (at the School of Management of Politecnico di Milano); Ezio Manzini, Francesco Zurlo, Giuliano Simonelli, and Francois Jegou (at the School of Design of Politecnico); Jim Utterback, Bengt-Arne Vedin, Eduardo Alvarez, Sten Ekman, Susan Sanderson, and Bruce Tether (of the DFPI project); Alan MacCormack, Rob Austin, Douglas Holt, Gianfranco Zaccai, the participants to the Lisbon conference “Bridging Operations and Marketing: New Product Development,” and all manufacturers interviewed in these years, especially Alberto Alessi, Gloria Barcellini, Carlotta De Bevilacqua, and Ernesto Gismondi. Financial support from the FIRB fund “ART DECO—Adaptive InfRasTructures for DECentralized Organizations” is also gratefully acknowledged.
The search for scientific bases for confronting problems of social policy is bound to fail, becuase of the nature of these problems. They are wicked problems, whereas science has developed to deal with tame problems. Policy problems cannot be definitively described. Moreover, in a pluralistic society there is nothing like the undisputable public good; there is no objective definition of equity; policies that respond to social problems cannot be meaningfully correct or false; and it makes no sense to talk about optimal solutions to social problems unless severe qualifications are imposed first. Even worse, there are no solutions in the sense of definitive and objective answers.
A recent article by Low and MacMillan (1988) suggests that at the current stage of entrepreneurship research, empirical studies that “are not theory driven and do not test hypotheses are no longer acceptable” (p. 155). This paper is written in the spirit of this directive. It starts with an explicit theory of entrepreneurship developed by Israel Kirzner, and tests three hypotheses derived from the theory.The theoretical thrust of the paper emphasizes the role of information and information-seeking behavior as a central element of entrepreneurial behavior. Entrepreneurship is based on discovering of opportunities and resources to exploit them. Our interpretation of Kirzner's theoretical works leads to the formation of hypotheses regarding the differences that should exist in the way entrepreneurs as opposed to managers seek this information. These concern: (1) differences in the manner in which entrepreneurs and corporate managers expose themselves to information; (2) differences in the sources of information used; and (3) differences in evaluating information cues. In addition, we test the hypotheses that success and experience will erode the above differences between entrepreneurs and corporate managers.Our sample involved 51 founders of companies in New Jersey and 36 executives of a very large financial company. A questionnaire was used to gather the data, and scales were formed using principal component factor analysis with a varimax rotation. Differences were tested using univariate and multivariate statistical methods. Significant differences were found in five of the nine factors examined. Entrepreneurs spent significantly more time searching for information in their off hours and through nonverbal scanning. They employed different sources than executives and paid special attention to risk cues about new opportunities. Executives, on the other hand, tended to focus on the economics of the opportunity. These results are only partially consistent with a previous study comparing entrepreneurs and small companies' managers, suggesting a contextual contingency to the behaviors under study. The most persistent finding was regarding the time and “volume” of search for information, reinforcing the idea developed in the recent network theory of entrepreneurship that entrepreneurs are avid information-gatherers and opportunistic learners, but not necessarily, or not uniquely in a verbal, social-networking manner. Finally, with success and experience, the differences become smaller. It seems that success and experience reduce the need or desire of entrepreneurs to search for new opportunities. No such effect was found with our executive sample.
The paper considers what it means to capture design knowledge by embodying it in procedures that are expressible in a computer program, distinguishing several possible purposes for such an exercise. Following the lead of David Marr's computational approach to vision, emphasis is placed on ‘phenomenological equivalence’ — that is, first defining the functions of designing, and then specifying how people design.The paper goes on to describe design phenomena that a computational strategy of this kind would have to reproduce. All of them are integral to a view of designing as reflective conversation with the materials of a design situation, and depend on the idea of distinctive design worlds constructed by the designer. These phenomena include: the designer's seeing-moving-seeing, the construction of figures from marks on a page, the appreciation of design qualities, the evolution of design intentions in the course of the design process, the recognition of unintended consequences of move experiments, the storage and deployment of prototypes, which must be placed in transaction with the design situation, and communication across divergent design worlds.Considered as performance criteria for a phenomenologically equivalent computational designer, these phenomena are formidable and threatening. Considered as performance criteria for the construction of a computer-based design assistant, however, they may be highly evocative.
Ambiguity is an important concept for HCI because of its pervasiveness in everyday life, yet its emergent nature challenges the role of design. We examine these difficulties with regards to Aoki and Woodruff's [1] proposal to use ambiguity as a resource for designing space for stories in personal communication systems. We challenge certain assumptions about ambiguity and propose a set of design and evaluation guidelines that flow from this re-conceptualization of ambiguity and design.
Incl. bibl., index. It is argued that professional education should be centered on enhancing the professional person's ability for "reflection-in-action," which is learning by doing and developing the ability for continued learned throughout the professional's career. Examples are drawn from an architectural design studio and the arts to demonstrate how reflection-in-action can be fostered in students and therefore in professionals in all areas. The approach involves active coaching by a master teacher, including giving students practice facing real problems, testing solutions, making mistakes, seeking help, and refining approaches. Extensive dialogues between teachers and students illustrate how reflection-in-action works, what encourages it, and behavior or attitudes that can prevent the development of reflectiveness. [ERIC]
Managing as Designing explores âthe design attitude,â a new focus for analysis and decision making for managers that draws on examples of decision making and leadership in architecture, art, and design. Based on a series of conference papers given at the opening of the Peter B. Lewis Building (designed by Frank Gehry) at the Weatherhead School of Management, Case Western Reserve University, the book includes keynote speeches from Frank Gehry and Karl Weick. The premise of this book is that managers should act not only as decision makers, but also as designers. Though decision and design are inextricably linked in management action, managers and scholars have too long emphasized the decision face of management over the design face. In a series of essays from a multitude of disciplines, the authors develop a theory of the design attitude in contrast to the more traditionally accepted and practiced decision attitude. The book will appeal primarily to scholars of management theory and organization strategy and managers, with many contributions from a variety of academic backgrounds including architecture, sociology, design, history, choreography, strategy, economics, music, and accounting. There is a potential for strong crossover appeal to these groups, especially to those people and groups interested in design and product development.
A multivalued mapping from a space $X$ to a space $S$ carries a probability measure defined over subsets of $X$ into a system of upper and lower probabilities over subsets of $S$. Some basic properties of such systems are explored in Sections 1 and 2. Other approaches to upper and lower probabilities are possible and some of these are related to the present approach in Section 3. A distinctive feature of the present approach is a rule for conditioning, or more generally, a rule for combining sources of information, as discussed in Sections 4 and 5. Finally, the context in statistical inference from which the present theory arose is sketched briefly in Section 6.
Architectural programming is a team effort that requires close cooperation between architects and their clients. Problem Seeking, Fourth Edition lays out a five-step procedure that teams can follow when programming any building or series of buildings, from a small house to a hospital complex. This simple yet comprehensive process encompasses the entire range of factors that influence the design of buildings. This new edition of the only programming guide appropriate for both architect and client features new ways of thinking about programming, new strategies for effective group action, and new settings in which to explore programming concepts. Supplemented with more than 120 helpful illustrations and diagrams, this indispensable resource provides updated technical information and faster, easier access to explanations, examples, and tools.
We introduce a general framework for modeling functionally diverse problem-solving agents. In this framework, problem-solving agents possess representations of problems and algorithms that they use to locate solutions. We use this framework to establish a result relevant to group composition. We find that when selecting a problem-solving team from a diverse population of intelligent agents, a team of randomly selected agents outperforms a team comprised of the best-performing agents. This result relies on the intuition that, as the initial pool of problem solvers becomes large, the best-performing agents necessarily become similar in the space of problem solvers. Their relatively greater ability is more than offset by their lack of problem-solving diversity.
Presented definitions for the construct of ambiguity tolerance. The measure of ambiguity tolerance (MAT-50) had high internal reliability (r = .88) and high test-retest reliability (r = .86) over a 10-to-12 week period. A content analysis of the measure and a subjective analysis by 20 graduate students indicated adequate content validity. A multivariate comparison with two other ambiguity measures, two rigidity measures, and a short dogmatism measure provided strong evidence for criteria-related validity. Finally, four independent empirical studies showed good construct validity.
In the past, design has most often occurred fairly far downstream in the development process and has focused on making new products aesthetically attractive or enhancing brand perception through smart, evocative advertising. Today, as innovation's terrain expands to encompass human-centered processes and services as well as products, companies are asking designers to create ideas rather than to simply dress them up. Brown, the CEO and president of the innovation and design firm IDEO, is a leading proponent of design thinking--a method of meeting people's needs and desires in a technologically feasible and strategically viable way. In this article he offers several intriguing examples of the discipline at work. One involves a collaboration between frontline employees from health care provider Kaiser Permanente and Brown's firm to reengineer nursing-staff shift changes at four Kaiser hospitals. Close observation of actual shift changes, combined with brainstorming and rapid prototyping, produced new procedures and software that radically streamlined information exchange between shifts. The result was more time for nursing, better-informed patient care, and a happier nursing staff. Another involves the Japanese bicycle components manufacturer Shimano, which worked with IDEO to learn why 90% of American adults don't ride bikes. The interdisciplinary project team discovered that intimidating retail experiences, the complexity and cost of sophisticated bikes, and the danger of cycling on heavily trafficked roads had overshadowed people's happy memories of childhood biking. So the team created a brand concept--"Coasting"--to describe a whole new category of biking and developed new in-store retailing strategies, a public relations campaign to identify safe places to cycle, and a reference design to inspire designers at the companies that went on to manufacture Coasting bikes.
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